Investing in Workplace Culture: The Power of Change

Nov 11

4 min read

Humans are notoriously resistant to change.

We get lulled into a sense of security with our regular routines, and any disruption can be... well, unsettling.

So, here's a #truestory about change that might resonate with you.

Earlier in my career, I was tasked with implementing a new HRIS (human resources information system) for the organization. We were consolidating many of the HR processes across a large company with 13 locations and thousands of employees and I found myself managing the establishment of a new shared HR data center.

The idea was simple: we would centralize all the manual, time-consuming administrative processes that burdened the HR directors in our call centers and free them up for more strategic work!

On the surface, this sounded like an exciting opportunity to streamline operations and support my HR colleagues. However, it required me to learn new software, hire and train a large data team, and build new internal workflows for processes like onboarding, terminations, and employee details changes.

I’m proud to say that the project launched successfully and was initially well-received. It worked as it should—our processes were faster, more efficient, and the company celebrated the achievement. However, there was an unexpected twist. I had been told the role would be temporary, allowing me to return to my previous position after the launch. But the success of the project led the company to want me to run it permanently—a path I decided not to take, leading to my departure. Victim of my own success!!

Reflecting back, this story sits with me, not because its a success story (I did what was required of me), but because it was a story about great change.

The biggest challenge wasn’t the technical side of implementing the HRIS—it was changing the behavior of the HR directors. They were so accustomed to handling things on demand that the shared services model, intended to free them for more strategic tasks, created reactive behaviors.

Instead of following the new processes, many bypassed the new system, called me directly, and pushed their requests through, circumventing the very structure we had worked so hard to establish. This increased my work burden and broke-down the protocols I had built up to make them more efficient.

Why? Change was hard for them!

So, what did I do to help them cope with the stress of this change?

I did three things:

Ensured that every manual process was captured in the transition, so we didn’t miss any important tasks.
Involved them in prioritizing certain processes—this way, they felt ownership in creating the new workflows.
Put checkpoints in place to have open conversations about how the Shared Services Center was being used, sharing both successes and frustrations.

In the end, we worked out many of the kinks, and the HR shared services were rolled out nationwide, supporting thousands of employees across the country. Yet, it destroyed my cultural microsphere and thus my view of the organization as a whole, how I was being treated, and the value of the work I had accomplished.

Commitment to Change: A Key Investment in Culture

Change is inevitable, and organizations are constantly evolving to meet new challenges, adopting new technologies, and streamlining their operations. But here’s the thing: no organizational change, no matter how well-planned, can succeed unless employees make a commitment to change.

As we saw in my story, change often causes friction.

Human beings resist change because it disrupts routines, challenges comfort zones, and creates uncertainty. However, for a culture to thrive—especially in an environment like the Cultural Microsphere—employees need to actively embrace change, not passively wait for it to happen.

Here’s why a commitment to change is crucial to cultural progress:

Change Fuels Growth: Every organizational improvement—whether it’s introducing a new technology, restructuring a team, or rolling out a new initiative—requires employees to adopt new ways of thinking and working. Without a commitment to embracing these shifts, stagnation can set in, and progress can come to a screeching halt.
Empowerment Through Change: Employees who participate in change feel more empowered. When they actively engage in the change process, they’re more likely to see their role in shaping the future of the organization. Change doesn’t happen to them—they help make it happen.
Adaptability as a Cultural Asset: A workplace that values adaptability fosters resilience. By committing to change, employees build a culture that can weather challenges, pivot quickly, and thrive in uncertainty.
Avoiding Erosion of the Microsphere: When employees resist change, it can cause cultural breakdowns. Misalignment between old habits and new processes creates friction and erodes relationships, communication, and collaboration—key components of the cultural microsphere. Commitment to change ensures the cultural microsphere remains vibrant and connected.

Ultimately, a thriving culture requires both leadership and employees to make a commitment to change. It’s not easy—humans aren’t wired to embrace disruption naturally—but it’s necessary for growth and evolution.

One final note... by integrating change into measurable frameworks like performance reviews, goal-setting, OKRs, and KPIs, we create a structured way to ensure that employees are not only embracing change but actively participating in its success.

Because in the end, that deep commitment to change is what keeps the cultural microsphere moving forward.

Thanks for reading!

Follow me on LinkedIn for more content on defining culture and the employee experience.

Image adapted from a photo by Photo by Alexas Fotos.

Posted: 11 November 2024